Services
Product design · UX research · Stakeholder workshops · Engineering handoff · Domain immersion
Description
Impact
$55M+ additional partner premium opportunity (~30% growth vs. the existing partner GGWP plan)
Multi-million-dollar contract confirmed
4+ new insurer partnerships, including Beazley as first adopter of Custom Partner Appetite
Portfolio managers needed real control over algorithmic risk, and partners needed platform appetite that reflected their actual business, not a flat share.
01
Risk Control Without Technical Expertise
Portfolio managers had no direct way to control algorithmic risk appetite without relying on technical teams, Dials needed to put that control in their hands without requiring them to understand the underlying model.
02
A Flat Model Wasn't Working for Partners
Existing partners were held to a flat share of the core risk line, regardless of their actual class, subclass, territory, or syndicate mix. This limited how deeply the platform could partner with insurers like Beazley, who needed appetite that reflected their real book of business.
03
Speed Against a Commercial Deadline
The work needed to move from discovery to production in a few months to underpin a live, multi-million-dollar contract. That meant making pragmatic trade-offs throughout, rather than pursuing a fully-featured build from day one.
aligned stakeholders on direction, handed engineering a build-ready design, and immersed myself in the domain fast enough to keep pace with the deadline.
01
Research & Alignment
Led research, prototyping, and prioritisation workshops to align stakeholders on product direction. Used these sessions to surface the trade-offs early, keeping the team moving toward a shared, achievable scope.
02
Engineering Collaboration
Worked closely with engineers to hand over build-ready designs and support implementation directly, Stayed embedded through delivery to keep the design intent intact as the build progressed.
03
Domain Immersion
Ramped up on the insurance and underwriting domain in parallel with the build, rather than as a separate upfront phase., This ensured the solution fit real workflows like syndicate and territory-level risk, not just the abstract product brief.